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Emerging Forms of Leadership and Their Ethical and Prosocial Moorings

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The Palgrave Handbook of Workplace Spirituality and Fulfillment
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Abstract

This chapter considers the emergence of positive leadership theories which have been developed recently in scholarship to act as a corrective to the historically persistent issue within established leadership theories of pseudotransformational or, alternatively, utility leadership. Common theoretical themes which frame positive leadership theories are discussed and placed within a positive leadership rubric developed by (MacKie, Positive approaches to leadership development. The Wiley Blackwell Handbook of the Psychology of Positivity and Strengths-Based Approaches at Work, pp 297–316, 2017). Finally, ethical normative theories are discussed as a way to bring classical ethical theories into alignment with emerging positive leadership theories and, in doing so, prevent self-deception (Price, Leadersh Q 14(1), 67–81, 2003). Self-deception can be a weakness of positive leadership theories which depend on the self-reflective moral capacity of leaders to instigate ethical action. Moreover, the aligning of leadership theories with classical ethical categories will enhance a moral discourse which can broaden ethical perspectives of these leadership theories and the leaders who exemplify them (Veatch, Hippocratic, religious, and secular medical ethics: the points of conflict. Georgetown University Press, 2012).

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Correspondence to Timothy Ewest .

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Ewest, T. (2018). Emerging Forms of Leadership and Their Ethical and Prosocial Moorings. In: Roberts, G., Crossman, J. (eds) The Palgrave Handbook of Workplace Spirituality and Fulfillment. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-62163-0_28

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